Knowledge-sharing behavior among banking officers in Indonesia

Abstract

Knowledge-sharing behavior has been a hot issue in knowledge management. In the context of highly dynamic business, understanding the factors that encourage a knowledge-sharing behavior is critical if an organization wants to compete and win in the industry. This study investigates the antecedents of knowledge-sharing behavior. This study examines the factors that encourage knowledge-sharing behavior among banking officers using Ajzen's theory of planned behavior. The suggested research model was tested using partial least square analysis. Data consisting of 200 responses from employees who have been working in banks in Pekanbaru, Riau, Indonesia are analyzed. The results reveal that personal attitude, subjective norm, and

Organizational Norms and Leadership Effectiveness: Do the Leader's Innovative Behavior and Knowledge Sharing Intention Matter?

“…That is, as the leaders intend to share knowledge with employees, the organizational norms become improved and makes the leaders develop innovative behavior more. This is because the effect of personal attitude, subjective norm, and perceived behavioral control on knowledgesharing behavior is indirectly in uenced by knowledge-sharing intention (Abdillah et al, 2018), which further affects the leader's innovative behavior. Besides, subjective norms were signi cantly related to personal inclinations to share knowledge (Roth, 2016 This organizational culture plays a fundamental role in the creation, sharing, and use of knowledge by establishing norms De Long and Fahey (2000).…”

“…Besides, subjective norms were signi cantly related to personal inclinations to share knowledge (Roth, 2016 This organizational culture plays a fundamental role in the creation, sharing, and use of knowledge by establishing norms De Long and Fahey (2000). Moreover, organizational culture can in uence knowledge sharing by creating an environment in which there are strong norms (Abdillah et al, 2018), while the knowledge sharing in the organization form the corporate culture bene cial to knowledge share (Tang, 2017). In this regard, the leader's intention to share knowledge builds a strong organizational norm.…”

“…The items are rated on ve points Likert scale ranged from strongly disagree to strongly agree. Examples of items include "Institution encourages employees to share their knowledge with colleagues" (Abdillah et al, 2018). Moreno et al, (2020) used a four-item questionnaire to measure subjective group norm.…”

“…Still, we know little on the level of contribution of autonomy on intensifying the in uence of innovative behavior on leadership effectiveness. Beyond this autonomy, several studies have explained that subjective norms about knowledge-sharing positively affect knowledge-sharing intention (Abdillah et al, 2018). Although international research on employee innovative working behavior offers a wide range of explanations for factors that are likely to predict innovative work behavior (e.g., Agarwal et al, 2012), there are no identi ed studies that test knowledge sharing intentions in intensifying the in uence of organizational norms on innovative behavior.…”

“…The subjective norm on knowledge-sharing is the social pressure to engage in or perform knowledge-sharing behavior(Chatzoglou & Vraimaki, 2009;Lin and Lee, 2004). Particularly, organizational culture can in uence knowledge sharing by creating an environment in which there are strong norms regarding the importance of sharing one's knowledge with others(Abdillah et al, 2018). Therefore, there is a necessity to test the in uence of organizational norms and innovative behavior at a different level of innovative behavior.…”